管理

Managing

One of our most distinguished scholars offers a bold new view of the theory and practice of effective management

Named one of the best management books of 2009 by strategy+business magazine, the Toronto Globe, and Mail and Library Journal

Winner of the Axiom gold medal in the leadership category

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But "instead of distinguishing managers from leaders," Henry Mintzberg writes, "we should be seeing managers as leaders, and leadership as management practiced well." Mintzberg aims to restore management to its proper place: front and center.

To gain an accurate picture of management as practiced rather than management as preached, Mintzberg watched twenty-nine different managers work a typical day. They came from business, government, and nonprofits, from all sorts of industries, including banking, policing, filmmaking, aircraft production, retailing, and health care, and worked in diverse settings ranging from a refugee camp to a symphony orchestra. These observations form the empirical basis for this book.

Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management books-realities like the unrelenting pace, the frequent interruptions, and the dizzying variety of activit

詳細書訊

One of our most distinguished scholars offers a bold new view of the theory and practice of effective management

Named one of the best management books of 2009 by strategy+business magazine, the Toronto Globe, and Mail and Library Journal

Winner of the Axiom gold medal in the leadership category

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But "instead of distinguishing managers from leaders," Henry Mintzberg writes, "we should be seeing managers as leaders, and leadership as management practiced well." Mintzberg aims to restore management to its proper place: front and center.

To gain an accurate picture of management as practiced rather than management as preached, Mintzberg watched twenty-nine different managers work a typical day. They came from business, government, and nonprofits, from all sorts of industries, including banking, policing, filmmaking, aircraft production, retailing, and health care, and worked in diverse settings ranging from a refugee camp to a symphony orchestra. These observations form the empirical basis for this book.

Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management books-realities like the unrelenting pace, the frequent interruptions, and the dizzying variety of activit